\chapter{Conclusion}
\label{conclusion}

\textbf{Responsible team members:} Robert Fruth, Eric Kuhnt

This chapter discusses this works results. Potential opportunities and risks as
a result of this paper will be analyzed. Furthermore, a short assessment of the
given framework is not dispensable. Finally, not yet implemented ideas and an
outlook on further research topics are given.


\section{Opportunities and Challenges}
\label{opportunities}

To round out this paper, it is usefull to represent possibilities and problems
arising from the BMCs in an overview.

First, the problematic items are explained. Each company will consider it as
nessecary, to re-verify and where appropriate to revise the elaborated BMCs.
Certainly in this regard some non-round-corners will still be found. These need
of course to be analysed profoundly. Fulfilling this task within the framework
of the project has been impossible due to lack of proprietary knowledge.
Ultimately, it is to be a major challenge for the investigated companies to
apply the positive aspects of the business models of other enterprises on
itself.

Through a self-critical analysis of the above points also several advantages
will result for the business. It will be possible for every member of the
company to discern its own role in the total image supported by the pleasant
view of the BMC. Furthermore, the company's business model can be improved by
means of the insights to possible misstatements. Finally, a nearly perfect
business model can be created for the company by comparing it with other
businesses.


\section{Assessment of Framework Powerfulness}
\label{assesment_of_framework_powerfulness}

The Business Model Canvas uses features and ideas to visualize businesses which
are open to everyone. The canvas' tools are easy to use and very colorful. The
best perfomance using the Business Model Canvas can be achieved with very low
investment on the side of ability. Because of this low barrier it is possible
to include everyone, who has something to do with the focused business, in the
process of building a Business Model Canvas. The canvas it-self can be as well
used as a plattform or teaching material since the visualization of the canvas
is very intuitive.

In contrast doesn't allow the Business Model Canvas a desciption of peripheral
risks or self-critics or planned improvements within the framework. Also, there
is no good way to visualize such facts in the canvas. At least there is the
possiblity to combine the different canvas areas in explanations outside of the
Business Model Canvas. The danger to forget or simply not be able to identify
risks of a business is a persistent matter within terms of the Business Canvas
Model.

In the end the Business Model Canvas seems to be a useful tool to sketch a
model of an existing business and also not yet existing businesses. On top of
theese mostly theoretical models deeper knowledge about the descriped business
can be build by excecuting other business measures.

\section{Outlook}
\label{outlock}

As described in chapter \ref{assesment_of_framework_powerfulness}, a useful
addition to the Business Model Canvas would be a field where already known
risks can be noted. Such a field would be a major improvement to the framework
as risks can not be modeled and stressed at the moment.
At the moment, synergy effects can not be highlighted in the canvas. There is
only the oppurtunity to dye interacting areas with the matching color. Besides
it is not clear, whether or not there are synergy effects. Therefore, adding a
possibility to emphasize synergy effects within the Business Model Canvas would
be great.

It is total imaginable, that other projects in the context of the health care
system espacially regarding emergency rooms are driven by the idea to review
concrete key activities. Analyzing them deep could build a base for further
work. Based on this, the then available processes can lead to a standardization
of the analyzed processes.
